Cultures and Organizations: Software of the Mind (Successful Strategist)

People of other countries, of another generation, social class, job or organisation, often think and act in ways that puzzle us. To these people, of course, we are the ones who behave in a surprising manner. What separates them from us is the culture in which either of us grew up. 'Culture' in this sense is not the same as 'civilisation'; it encompasses much more. Deeply-rooted and, therefore, often unconscious values lead us to consider as normal what others think abnormal, as polite what to others is rude, and as rational what others find irrational.

Geert Hofstede shows that national cultures differ along five dimensions:

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The degree of integration of individuals within groups
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Differences in the social roles of women versus men
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Ways of dealing with inequality
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The degree of tolerance for the unknown
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The trade-off between long-term and short-term gratification of needs

Organisational cultures, however, are a different phenomenon; they do not follow the same dimensions, are more manageable, and in fact offer an opportunity to bridge national cultures. Following twenty-five years of research into multinational companies, Geert Hofstede reveals the circumstances in which organisational cultures can be managed effectively, and outlines ways of learning intercultural communication which are essential to success in the 1990s and beyond.

"An understanding of other cultures is essential if we are to develop a more stable world and at the same time create national wealth"
BRIAN BURROWS,
'Futures Information Associates'